Turnarounds/Interim Management

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Business Turnarounds can be three dimensional involving people, process and organization (departmental, divisional or full company issues).  The term is most commonly applied to  organizations in trouble– within a company or the company as a  whole.  Causes of business ‘issues’ can be many – some are positive, some negative, most are controllable and some are not.  Knowing how to diagnose and what solutions to use are critical in the urgency around completing turnarounds.

Turnarounds or better stated, business improvement, can be required even within successful organizations – where issues exist with growth (growing pains), teamwork, future paths or anticipated journeys ahead where the organization doesn’t know how to cope.  They are also many times more successful using outside resources as internal resources are many times locked inside of process, existing workloads and politics of the company.

Interim management can be utilized to replace or assist/coach management where gaps exist.  Authority levels are crucial in creating change.  Authority, ownership and accountability need to exist within the organization for permanent change to have a chance.

The following are some of the reasons one would chose to complete at least a due diligence leading to business improvement actions or a turnaround effort:

Areas where a gap might be suspected/identified


Cost control, profitability

Knowledge of competition

Skill levels

Market changes










Asset Management


Product issues

General productivity












Change requires a sense of urgency in the organization effected – but it also needs a certain predetermined level of accountability…..

……….……….then requiring authority to create change and enforce it

In order to produce change – different levels of authority and leadership may be needed…….

The current organization may or may not have the skills and level of authority required to produce the change – thereby potentially requiring an interim manager to be used.

How can you tell what you need?

A due diligence is recommended to complete an independent study of the gaps – but also areas that may ‘interact’ with the gaps.  e.g. revenue is down – so, therefore sales process and skills should be checked.  However interconnectivity to sales exists within the organization – and barriers to selling should also be reviewed in the due diligence – e.g. product, competition, administrative load, company process in processing new business, customer care, customer satisfaction issues